Strategi Peningkatan Kinerja Berkelanjutan pada UMKM Pangan Bidang Kuliner di Kota Bogor

Abstract

Perkembangan UMKM pangan di Kota Bogor terus meningkat dan berkontribusi pada perekonomian lokal. Namun, hal ini juga berpotensi menimbulkan masalah lingkungan serta tantangan dalam rantai pasokan. Maka diperlukan adanya strategi peningkatan kinerja berkelanjutan. Penelitian ini bertujuan untuk mengidentifikasi faktor, aktor, dan tujuan serta strategi utama meningkatkan kinerja berkelanjutan UMKM pangan di Kota Bogor. Penelitian dilaksanakan pada November 2025-Juni 2026 di Kota Bogor. Penelitian melibatkan delapan responden pakar melalui purposive sampling. Responden terdiri atas dua pelaku UMKM, satu akademisi, empat pihak Dinkukmdagin Kota Bogor, serta satu pihak DLHK Kota Bogor. Hasil penelitian menunjukkan bahwa faktor utama, yaitu business performance, aktor utama pelaku usaha, dan tujuan prioritas yaitu, meningkatkan social performance. Alternatif strategi utama yang terpilih, yaitu penertiban dan pengawasan pelaksanaan regulasi. Temuan ini menegaskan bahwa penguatan faktor dan aktor internal menjadi fondasi utama untuk mendorong kinerja berkelanjutan dengan dukungan pihak eksternal.

Development food-related SMEs in Bogor City continue to grow and contribute to the local economy. However, this growth also has the potential to cause environmental problems and supply chain challenges. Therefore, a strategy to improve sustainable performance is needed. This study aimed to identify the factors, actors, objective, and key strategies for improving the sustainable performance of food MSMEs in Bogor City. The research was conducted from November 2025 to June 2026. The study involved eight expert respondents selected through purposive sampling. The respondents consisting of two MSME actors, one academic, four representatives from the Office of Cooperative, Small and Medium Enterprises, Trade, and Industry, and one representative from the Office of Environment and Cleanliness Agency of Bogor City, The results indicated that the main factor was business performance, with business actor as the primary actor and to improved social performance as the priority objective. The main strategic alternative was the enforcement and supervision of regulatory implementation. These findings emphasized that strengthening internal factors and actors was the primary foundation for promoting sustainable performance with external support.